This document provides information about the "Elevating Risk Management From Business Process To Value Creator" conference to be held March 3-6, 2014 in Dubai, UAE. It includes details about early bird discounts for booking before December 12, 2013, as well as an agenda with sessions on quantifying risk, integrating risk management best practices, examining regional risk landscapes, and more. Featured speakers will provide case studies and insights on implementing effective risk management frameworks at organizations like ENOC, Ma'aden, and Network Rail. Attendees from risk management, internal audit, project management and other functions can gain strategies to help drive value through risk management.
A leadership pipeline approachis not a single program or tool.
It’s a process that provides both the right quantity and quality of leaders—in time—to step up and meet pressing business challenges.
Here are questions you should ask, tips to consider and proven practices to help get you started.
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
A leadership pipeline approachis not a single program or tool.
It’s a process that provides both the right quantity and quality of leaders—in time—to step up and meet pressing business challenges.
Here are questions you should ask, tips to consider and proven practices to help get you started.
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
Many organizations employ a “grow your own” strategy and others seek to “grab” leaders from elsewhere rather than grow their own talent pools. But which works best? We asked a few questions to gauge the impact of various staffing approaches—find out what we learned.
Building a Business Case for a Talent Management SuiteSaba Software
This is a pre-recorded webinar session. Join us live! Visit www.saba.com/us/about/events.
Integrated talent management solutions, referred to as talent management suites are the most rapidly growing area within human capital management (HCM) software today, replacing the disparate siloed applications that proliferated in many organizations.[1] These separate standalone products, often considered the leaders at the time of purchase are increasingly becoming displaced by single vendor solutions that are integrated or at least modular and easy to integrate.
Key takeaways include:
1. Software management issues facing HR today
2. The value of the single suite
3. Getting started: Business case planning and preparation
In this webinar, conducted by Dr. Katherine Jones, VP of HCM Technology Research at Bersin by Deloitte, Deloitte Consulting LLP, you will have the opportunity to learn the issues and drivers for this accelerating movement today and how to create the business case to drive investment decisions for unified talent software architecture.
Register here to join us on August 7th at 1:00pm ET to learn key steps in creating a compelling business case for talent suite acquisition.
[1]Talent Optimization for the Global Workforce: The Market for Talent Management Systems 2014. Katherine Jones. Bersin by Deloitte. 2014.
Leadership readiness initiatives aren’t working, so its time to RETHINK what we’ve been doing and focus on the practice of leadership acceleration.
Use these six acceleration imperatives that drive succession success to move your leaders in the direction to being ready now.
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
Collecting data plays a critical role in a robust and efficient senior leader selection process. Data alone will not transform your senior leader selection process. The key is to turn data in to INSIGHT. Explore our third-in-the-series guidebook and learn three ways that data can be used to drive insight; leading to better senior leader hiring decisions.
Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Building Capability 2012 - The Standard Model of RecruitmentEmma Mirrington
Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Your CEO and senior stakeholders are stretched, and they probably underestimate the time, commitment, and personal involvement required for talent initiatives. But their buy-in is critical—especially paired with your expertise.
Discover the 5 points you can share with your CEO about Talent Management—from the connecting talent strategy to business, to using more objective data and less gut instinct. Plus, you’ll find key questions to shift your CEO’s thinking about how and where you need to focus your talent initiatives.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
New Insights And Practical Techniques For Measuring, Managing And Embedding Strategic, Credit, Market, Liquidity And Operational Risks. Providing regional practitioners with critical updates on the latest risk management landscape, up-to-date coverage of regional and international regulations,
as well as strategic insight and practical techniques to help improve risk design, management and implementation capabilities in financial institutions.
http://risk2014.iirme.com/en/Site-Root/
Many organizations employ a “grow your own” strategy and others seek to “grab” leaders from elsewhere rather than grow their own talent pools. But which works best? We asked a few questions to gauge the impact of various staffing approaches—find out what we learned.
Building a Business Case for a Talent Management SuiteSaba Software
This is a pre-recorded webinar session. Join us live! Visit www.saba.com/us/about/events.
Integrated talent management solutions, referred to as talent management suites are the most rapidly growing area within human capital management (HCM) software today, replacing the disparate siloed applications that proliferated in many organizations.[1] These separate standalone products, often considered the leaders at the time of purchase are increasingly becoming displaced by single vendor solutions that are integrated or at least modular and easy to integrate.
Key takeaways include:
1. Software management issues facing HR today
2. The value of the single suite
3. Getting started: Business case planning and preparation
In this webinar, conducted by Dr. Katherine Jones, VP of HCM Technology Research at Bersin by Deloitte, Deloitte Consulting LLP, you will have the opportunity to learn the issues and drivers for this accelerating movement today and how to create the business case to drive investment decisions for unified talent software architecture.
Register here to join us on August 7th at 1:00pm ET to learn key steps in creating a compelling business case for talent suite acquisition.
[1]Talent Optimization for the Global Workforce: The Market for Talent Management Systems 2014. Katherine Jones. Bersin by Deloitte. 2014.
Leadership readiness initiatives aren’t working, so its time to RETHINK what we’ve been doing and focus on the practice of leadership acceleration.
Use these six acceleration imperatives that drive succession success to move your leaders in the direction to being ready now.
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
Collecting data plays a critical role in a robust and efficient senior leader selection process. Data alone will not transform your senior leader selection process. The key is to turn data in to INSIGHT. Explore our third-in-the-series guidebook and learn three ways that data can be used to drive insight; leading to better senior leader hiring decisions.
Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Building Capability 2012 - The Standard Model of RecruitmentEmma Mirrington
Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Your CEO and senior stakeholders are stretched, and they probably underestimate the time, commitment, and personal involvement required for talent initiatives. But their buy-in is critical—especially paired with your expertise.
Discover the 5 points you can share with your CEO about Talent Management—from the connecting talent strategy to business, to using more objective data and less gut instinct. Plus, you’ll find key questions to shift your CEO’s thinking about how and where you need to focus your talent initiatives.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
New Insights And Practical Techniques For Measuring, Managing And Embedding Strategic, Credit, Market, Liquidity And Operational Risks. Providing regional practitioners with critical updates on the latest risk management landscape, up-to-date coverage of regional and international regulations,
as well as strategic insight and practical techniques to help improve risk design, management and implementation capabilities in financial institutions.
http://risk2014.iirme.com/en/Site-Root/
Risk management is an increasingly important business driver and stakeholders have become much more concerned about risk. Risk may be a driver of strategic decisions, it may be a cause of uncertainty in the organization or it may simply be embedded in the activities of the organization.
Enterprise Risk Management | ISO 31000 Implementation training himalya sharma
Enterprise Risk Management Implementation Training on ISO 31000 done by Industry Experts, customized for you & connected to your Industry, Products & Processes
PECB Webinar: ISO 31000 – Risk Management and how it can help an organizationPECB
We will cover:
• Brief overview of the Standard content
• What is Risk Management?
• Guidance on how to position Risk Management in an organization
• Three examples of where Risk Management must be considered
Presenter:
This webinar will be presented by Steve Tremblay, Owner and Executive ITSM/ISO Consultant at Excelsa Tech.
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
With growing risk complexities in business environment and volatile markets, there is an imperative need for attaining quality standards in critical functions, processes & framework. Fortunately with the advent of a new International Standard, ISO 31000:2009, Risk Management – Principles and guidelines, will help organizations of all types and sizes to manage risk effectively. ISO 31000 provides principles, framework and a process for managing any form of risk in a transparent, systematic and credible manner within any scope or context.
In continuation of our fast growing presence and business trajectory, we’re pleased to commence our ISO 31000 Risk Management Training Services in addition to our existing bouquet of Risk advisory , Consulting, Training & Human Capital Services to corporates across India currently being serviced through our multi location delivery centres in major metros with total presence in 11 Indian cities network already.
Key aspects of ISO 31000 standards Training Program:
- The standard recommends that organizations develop, implement and continuously improve a risk management framework as an integral component of their management system.
- It’s a practical document that seeks to assist organizations in developing their own approach to the management of risk.
- By implementing ISO 31000, organizations can compare their risk management practices with an internationally recognized benchmark, providing sound principles for effective management.
Please find enclosed our Company brief introduction and services brochure for your kind consideration and give us a chance to be your preferred risk knowledge partners.
M_o_R is intended to help organisations put in place an effective framework for risk management. This will help them make informed decisions about the risks that affect their strategic, programme, project and operational objectives. The guide provides a route map for risk management, bringing together basic concepts, an approach, a process with a set of interrelated process steps, and pointers to more detailed sources of advice on risk management techniques and specialisms. It also provides advice on how the principles, approach and processes should be embedded, reviewed and applied differently depending on the nature of the objectives at risk.
This three day Management of Risk (M_o_R) course is designed to illustrate this best practice framework and give candidates an understanding of risk as it should be managed across an organisation. Within project and programme environments there will always be risk which needs to be identified, analysed and managed. Other areas of an organisation will also be exposed to risks as operational functions are carried out. M_o_R provides guidance on how best to deal with all these areas.
The Guide has been written by leading industry experts and is part of the ‘Swirl’ set of best practices managed by AXELOS, which includes ITIL, PRINCE2 & MSP methodologies. This training event is designed to prepare candidates to manage risks in a controlled and structured way by examining the M_o_R guide. Examinations are available during the event for candidates to achieve the Foundation level certification.
Syzygal is a globally Accredited Training Organisation and Accredited Courseware Provider for the M_o_R education & certification program. We are accredited by the following Examination Institutes: APMG, EXIN, Loyalist and PEOPLECERT.
Centralized operations – Risk, Control, and CompliancePECB
The webinar covers:
• Centralized operation models (shared services)
• The benefits case
• Options for managing risk, control and compliance in centralized operations
Presenter:
This session was presented by Steve Tremblay, Senior ITSM Consultant and Trainer at ExcelsaTech, and a PECB Certified Trainer.
Link of the recorded session published on YouTube: https://youtu.be/LaLWI_ULjjU
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
Your Brain And Learning Needs Assessment WebinarAli Zeeshan
To view recording visit https://youtu.be/1WigWps5Nc0 or watch the video at end of the slide
Are you using brain science to leverage corporate learning practices and facilitate an effective learning transfer?
Does a Learning Needs Assessment have any connection to Neuroscience?
Attend this webinar to find out the connect between Cognitive Neuroscience and Learning Needs Assessment to enable effective learning transfer in your organisation.
To view recording: https://youtu.be/GP7rtDLAYEg or watch the video at end of the slide
The Balanced Scorecard Institute and partner Informa Middle East invite you to participate in our upcoming complimentary webinar, ‘KPI Best Practices’, which will discuss the relationship between strategy execution and KPIs.
Developing meaningful KPIs to measure strategy execution is both an art and a science, involving a deep understanding of what to measure, how to measure, how to analyze performance information, how to report and clearly inform others regarding desired results and performance, and how to use the information to make better decisions.
This webinar introduces one of the main topics at our upcoming Saudi KPI for Business Strategy & Transformation workshop.
Join the Balanced Scorecard Institute's Howard Rohm, Co-Founder and President, and Suzy Nisbet, Senior Associate and Consultant, as they discuss developing strategic, operational, project, and organizational capacity KPIs, aligning KPIs to strategy, measuring intangible goals, streamlining measurement and reporting processes, and creating derivative KPIs for employees at all organizational levels.
Sharing best KPI practices from their worldwide client experience, this 40-minute webinar (followed by a 20-minute Q&A session) will provide the knowledge and insight to better understand the relationship between strategy and KPI's.
Webinar participants will learn how to:
• Improve managers' and employees' perception of the value and importance of measuring performance
• Lift the skill level of managers and employees in selecting meaningful measures and using those measures to make better informed decisions
• Use KPIs to build individual and collective accountability for results
With the Strategy Execution and Innovation Forum rapidly approaching, Howard Rohm, Co-Founder and President, and Joe DeCarlo, Vice President, International, of the Balanced Scorecard Institute, discussed on a live webinar how to improve strategy execution with innovation, and how to improve the strategic innovation process. Topics included Strategy Execution, Alignment, and Planning, Managing Innovation, Creating an Innovation Strategy for your Organization and more.
To view recording: https://youtu.be/nLzaK9yRgxE or watch the video at end of the slide
Featured Event:
Strategy Execution and Innovation Forum
Conference: 8 - 9 May 2017
Masterclasses: 7 & 10 May 2017
The Address Dubai Marina, Dubai, UAE | #strategyleaders
http://www.strategyexecutionuae.com/
Time Management: Productivity and Time StealersAli Zeeshan
Some say there is nothing more precious than time so, as with all things that are precious to us, we should not waste it!
A poor use of time can lead to issues with: your personal finances and your long-term career aspirations; relationship problems at home; and/or health problems brought on by stress and anxiety.
Unfortunately, there are many demands coming from ‘time stealers’ who are, potentially, diverting you from using your time in the way you wish to use it.
The aim of this webinar is to provide you with a brief insight into the strategies, tools and techniques you can utilise to help you manage your time more effectively.
To view recording: https://youtu.be/ZkxKO0TDEn0
Webinar: Stakeholder Management Engaging The Organisation For ResultsAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/6Ey2Vkd1A-c or watch the video at end of the slide
The Objectives Of This Webinar Are To Explain:
• How to engage stakeholders and manage their expectations
• Key relationship management skills and techniques
• How to build a comprehensive relationship map to establish widespread commitment
• How to employ powerful conflict management techniques
• How to achieve win/win situations by the appropriate use of influence
• How to apply multiple communication techniques
• How to use the influence model effectively
• How to address the key relationship and communications skills needed to manage expectations in projects and succeed in conflict situations
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
Webinar: It Is Good To Be First To Market - True or FalseAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/btV138SXqHo or watch the video at end of the slide
Listening to many people, you would think that being first to market always guarantees success, but is that true?
The webinar presenter, James Graham, will take you through the evidence for and against this concept and show a simple assessment framework that you can use as part of your toolset when developing strategy.
At the end of the webinar, you will be able to look at the context, variables and constraints for each situation, making your own choice of whether you wish to take a ‘bleeding edge’, ‘leading edge’ or ‘trailing edge’ position.
James is a consultant who specialises in the formulation and execution of strategy and he has worked in the region for over 10 years, assisting private and public sector organisations.
During the webinar, James will cover the specific points below and also answer questions that arise.
• Background and context – what is ‘first mover advantage?’
• Case study – when first mover advantage was successful
• Case study – when being first was a failure
• Conclusion on case studies
• A framework to assess what position to take
• Q&A
About the Presenter:
James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Webinar: Private Higher Education in MENA - Lesson and Considerations for Ope...Ali Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/is6aoOdaqTg or watch the video at end of the slide
Major opportunities exist for operators and investors interested in expanding Higher Education institutions in the Middle East. Having the right information, data and analysis is vital to successful
development.
Parthenon Managing Director, Amit Garga, and Vice President, Danish Faruqui will conduct an extensive market overview of higher education in the UAE, Saudi Arabia, and Qatar. The presentation will cover how
regions are growing and what types of universities are growing. They will also cover how growth varies by location, course offerings, and between expats and local students. They will also explore what the
drivers of growth in the region are and how they are expected to change in the coming years.
In particular, they will discuss how regulations and events like Expo 2020 have the potential to effect changes in growth in higher education and how to benefit from these changes. Danish and Amit can answer
questions on student preference and the qualities that are most preferred in an institution and opportunities for increasing international student enrolments. The presentation will be extremely data-driven
and built from Parthenon-EY’s recent market research and analysis across the region. The presentation will also contextualize how operators and investors can best apply these lessons to improve their
institutions or to decide how and where to invest.
About your Presenters:
Amit Garga, Partner, International Education Practice @ The Parthenon Group As a Partner with Parthenon’s Education Practice, Mr. Garga has worked closely with the leadership of various companies on market-opportunity assessment and sizing, growth forecasting, pricing strategy, competitor analysis and market share evaluation.
Danish Faruqui, Senior Principal, International Education Practice, The Parthenon Group Mr. Faruqui is a Senior Principal with The Parthenon Group's Education Practice. He has led cases across geographies on topics such as market potential, growth and market-entry strategy and investment decisions.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/qaG2u3I8H5w or watch the video at end of the slide
On this webinar, you will learn a simple, but powerful framework to analyse market changes and plan appropriate responses.
The webinar presenter, James Graham, is a consultant who specialises in the formulation and execution of strategy and he has worked in the region for over 10 years, assisting private and public sector organisations.
James will cover the specific points below, and also answer questions that arise, at the end of the webinar.
• Background and context – the risk of ‘knee jerk’ reactions and incorrect responses?
• Observing market events
• Collating groups of related events
• Interpreting what is happening
• Deciding how to respond
• Identifying provisional responses
• Assessing the best fit response
• Progressive elaboration of the chosen response
• Implementing the chosen response
• Q&A
About the Presenter:
James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/vyjlR6QJp9k or watch the video at end of the slide
The webinar will address how to:
• Comprehend the leader’s role throughout the project lifecycle
• Identify and address the issues that yield project successes and failures
• Build strong interpersonal relationships with project managers and stakeholders
• Support project managers through coaching, mentoring and rewarding
• Identify and institute the project management tools and techniques that will reap success for your organisation
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Webinar: Aligning the Employee to the Strategy of the OrganisationAli Zeeshan
To view recording: http://youtu.be/dvW7WYfcMIA or watch the video at end of the slide
For other Informa Webinars: http://www.informa-mea.com/webinars
Top management and the CEO decide on the goals and strategy of the organisation, but it is the staff who actually implement that strategy.
Most organisations struggle with the "cascade" of strategy from corporate level (Tier 1) to Unit / Department (Tier 2) and ultimately to the individual employee (Tier 3). If the employees are not aligned to the strategy, it is unlikely that the strategy will be successfully implemented.
To work effectively usually requires the close co-operation between the corporate strategy office and HR - because it is the HR Performance Management System that generally provides the process mechanism to align personal objectives/actions to the departmental (and ultimately, the organisational) strategy. That Strategy Office - HR interface is not always a strong relationship.
About the Presenter:
Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles, and more recently, as a consultant and trainer.
Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management. Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution.
For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events across UK, Europe, Middle East, Far East, South Africa and USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with Informa, in addition to consulting with a wide number of Gulf and Middle East organisations.
how can I sell my pi coins for cash in a pi APPDOT TECH
You can't sell your pi coins in the pi network app. because it is not listed yet on any exchange.
The only way you can sell is by trading your pi coins with an investor (a person looking forward to hold massive amounts of pi coins before mainnet launch) .
You don't need to meet the investor directly all the trades are done with a pi vendor/merchant (a person that buys the pi coins from miners and resell it to investors)
I Will leave The telegram contact of my personal pi vendor, if you are finding a legitimate one.
@Pi_vendor_247
#pi network
#pi coins
#money
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
The new type of smart, sustainable entrepreneurship and the next day | Europe...
Enterprise Risk Management 2014
1. Super Early Bird
Book before 12 December 2013
and SAVE US$1,398
3 - 6 March 2014 | The Address Hotel | Dubai Mall | Dubai | UAE
Elevating Risk Management From Business Process To Value Creator
On-Point and Proven Strategies to:
Drive value creation through strategic enterprise
risk management
Overcome common risk management roadblocks
encountered in the Middle East
Align your risk management activities with
international best practice
Make better considered business decisions with
reference to your risk appetite
Improve the efficiency of your risk management
practices by integrating all risk related functions
FEATURING
INTERNATIONAL GUEST ADDRESSES FROM
Professor Andrew Flitman
Independent Analytics Expert and Former Deputy Vice
Chancellor Research
Swinburne University of Technology
Australia
Internationally recognised expert in the quantitative
approaches that underpin business analytics
Kevin Knight
Chairman
ISO Technical Committee 262 Risk Management
Australia
The inside track on what to expect from ISO 31004
PLUS
Pre and Post Conference
Masterclasses 3 and 6 March 2014
A
Introduction to Enterprise Risk Management
B
Successful Project Risk Management
Media Partners
WITH FRESH INSIGHTS FROM
Veteran RISK LEADERS
Domenic Antonucci
CRO
Red Sea Housing Services Company
UAE
Mehdi Naseeruddin
Enterprise Risk Management / Business Continuity
Management Manager
Ma’aden
KSA
Harsh Mohan
SVP Audit
Compliance and Risk Management
Etihad Airways
UAE
Matthew Hannaway
Head of Project Risk and Value Management for
Network Rail
Network Rail
UK
Steven Halliday
Chief Risk and Audit Officer
Tabreed
UAE
Raja Al Zayani
Chief Strategy Planning and Quality Management
Ministry of Works
Bahrain
Manish Madhok
Director Group Internal Audit
and Risk Management
ACWA Power
UAE
Amit Tyagi
Head Group Credit Risk and Portfolio Management
National Bank of Abu Dhabi
UAE
Organised By
www.iirme.com/enterpriseriskmanagement
2. Your Time, Your Experience
Create your own unique programme
at ERM 2014 with flexible pricing
Book 1, 2, 3 or 4 days
depending on your schedule
3 - 6 March 2014 | The Address Hotel | Dubai Mall | Dubai | UAE
See back page for details
ERM 2014 is a brand new cross-industry platform for learning and knowledge-sharing among risk
management professionals in the Middle East. Developed in conjunction with the region’s senior corporate
risk management community, the agenda focuses on the unique set of challenges you face in the Middle
Eastern and global Government and corporate worlds.
What’s In It For You?
Quantify the value risk management brings to your organisation
Learn how to deliver a value-adding risk management function
from the region’s top risk practitioners
Align your risk management activities with international best
practice with crucial insights on what’s next for ISO 31000
Train your brain to look outside your organisation: see how macro
events will impact you and learn how to use risk strategies for
planning new business ventures
Make better considered business decisions with reference to your
risk appetite
Reduce risk in your supply chain and procurement processes
Improve the efficiency of your risk management practices by
integrating the many risk related activities in your organisation
Build a comprehensive view of your company’s top risks using a risk
universe map
effective risk management techniques help you bring your next
Let
big project in on time, scope and budget
Focus on your soft skills: become an expert facilitator and drive risk
management into decision making at all levels of your business
Better manage your key business risks by using a risk maturity
model to implement ERM in a sustainable way
Sponsorship Opportunities
Special Features of ERM 2014
Risk Leaders LIVE: hear direct from top CROs on the way
ahead for risk management in the Middle East
Get The Recognition You Deserve For
Your Risk Management Expertise
Regional Risk Reality Check: interactive real time survey and
results to take away
Boost Your
Brand
Can you help the region’s corporations and government
entities embed fit-for-purpose sustainable risk management
frameworks that add value for their stakeholders?
Advanced application session: risk quantification
Experience sharing from Etihad Airways, Red Sea Housing
Services, Tabreed, Lukoil, ACWA Power and many more...
Risk management in government: Bahrain Ministry of Works
Do you want to meet key risk, finance and strategy decision
makers from the region’s best known organisations?
Talk to Michael Moffat to discuss partnership options and
tailor a package to your precise needs and objectives.
Authoritative insights on ISO 31000 from the Chairman of ISO
Technical Committee 262 Risk Management
Call Michael Moffat on +971 (0)4 407 2716 or email him at
sponsorship@iirme.com
Who Will Benefit From Attending?
Risk Management
& Internal Audit
PMO/Project
Management
Governance &
Compliance
General Management,
Strategy & Business
Continuity Management
Supply Chain
Health &
Safety
Finance
Asset
Management
Security &
Environment
Two Expert Led Masterclasses
Pre Conference Masterclass A
Masterclass B
Introduction To Enterprise Risk Management
Successful Project Risk Management
Keep your business on track by mitigating key risks with a
comprehensive risk management framework!
Make sure your project stays on track by incorporating effective risk
management practices into your project management approach!
3 March 2014
+971 4 335 2437
+971 4 335 2438
6 March 2014
register@iirme.com
www.iirme.com/enterpriseriskmanagement
3. MAIN CONFERENCE DAY ONE
Tuesday | 4 March 2014
08.30 Registration And Refreshments
13.00 Lunch And Networking Break
09.00 Opening Remarks From The Chairman
14.00 Quantifying The Unknown: How Anyone Can Measure Risk to
Enhance Shareholder Value
●● Measuring risk: linking relevant measurements to value-add
decision making
●● Risk measurement rules of thumb you can use immediately
●● Linking impact and likelihood to assess risk and its
consequences
●● Leveraging internal expertise: building reliability
●● Using statistical approaches that build on what you already
know
●● Business model simulations: what they do, when to use them
and what to do to ensure success
Andrew Flitman, Independent Analytics Expert and Former Deputy
Vice Chancellor Research, Swinburne University of Technology,
Australia
LEADERS PANEL
09.10 Driving Value Creation Through Effective Risk Management In The
Middle East
●● What is driving an increasing commitment to formal risk
management in regional corporations?
●● Are risk management functions driving real stakeholder
value through their activities, or is having a risk management
function merely a “tick box” exercise?
●● Do effective risk management practices help organisations
raise capital more easily and more affordably?
●● What do we mean by “value creation”? Tangible vs Intangible?
Generic vs actual practice evidence for success?
●● How involved should the risk management function be? For
example, in signing off on investment business cases?
●● Identifying crucial ways risk management functions need to
change to create more value and justify their existence
Domenic Antonucci, CRO, Red Sea Housing Services Company,
UAE
Harsh Mohan, SVP Audit, Compliance and Risk Management,
Etihad Airways, UAE
Steven Halliday, Chief Risk and Audit Officer, Tabreed, UAE
Mohsin Jagani, Head of Internal Audit and Risk Management,
Abu Dhabi Pensions and Retirement Fund, UAE
09.50 How Valuable Is The Risk Universe Map As A Tool For Risk
Management?
●● Inherent vs residual risk: do organisations have to have a view
of both, or is residual risk all that requires a risk manager’s
attention?
●● Benefits of using a risk universe map for the Board, Executives
and Risk and Audit professionals
●● Sharing a risk universe mapping tool that works
●● Interactive: introducing some criteria for heat-mapping a risk
universe
Domenic Antonucci, CRO, Red Sea Housing Services Company, UAE
10.30 Networking And Refreshment Break
11.00 Integrated Risk Assessment - Driving Efficiency In Risk
Management Processes
Harsh Mohan, SVP Audit, Compliance and Risk Management,
Etihad Airways, UAE
11.40 Global View: The Future Direction Of The Corporate Risk
Management Function
●● Examining the latest developments in best practice Enterprise
Risk Management
●● Where are the best global examples of risk management
practice?
●● The whistle blowing conundrum: should risk managers
challenge management decisions or should they simply
facilitate the risk decision making process?
●● Do professionals in different industries and risk related
functions need to work harder to establish a common
definition of risk?
12.20 Integrating ERM Into Key Organisation Processes In Line
With ISO 31000
●● Getting started with the ISO 31000 Standard
●● Identifying the opportunities: it’s easier than you think
●● Securing stakeholder support: demystifying ERM
●● Operationalising the integration: examining the role of ERM in
your organisation
Carrie Hon, Director Corporate Programme Management, du, UAE
+971 4 335 2437
+971 4 335 2438
14.40 The Great Debate: What Is The Real Role Of Internal Audit In ERM?
●● To what extent are internal audit functions called upon to run
risk management functions in Middle East businesses, and
why?
●● Debating the ideal respective risk management roles for the
risk management function and the internal audit function
●● Is there ever a role for internal audit in championing or owning
the risk management process?
●● Can or should the internal audit function rely on line
management’s own risk assessment work for audit planning
purposes?
Steven Halliday, Chief Risk and Audit Officer, Tabreed, UAE
15.20 Networking And Refreshment Break
15.50 Implementing An Effective Enterprise Risk Management
Framework In Government By Aligning Risk Management With
Strategic Objectives
●● Creating a fit for purpose ERM model that works for your
organisation
●● Understanding your organization’s biggest risks by reference
to your strategic objectives
●● Examining and addressing the top behavioral barriers to
effective risk management
●● Embedding a risk portfolio within the initiative management
practice of the organisation
Raja Al Zayani, Chief Strategy Planning and Quality Management,
Ministry of Works, Bahrain
CASE STUDY
Risk Leaders LIVE
16.30 Risk Management Roadblocks: Identifying The Primary Causes
Of Ineffective Risk Management Functions In The Middle East And
How They Can Be Avoided
● “Rome wasn’t built in a day”: underestimating the challenge of
embedding a risk culture
● Using risk maturity models to outline a roadmap for
implementation, manage expectations, monitor progress
and deliver an effective and sustainable risk management
framework
● IT is no solution: expecting risk management software to
deliver a standalone quick fix
● Understanding the end goal, improving dialogue and adopting
risk based thought and decision-making processes
● Delivery vs assurance: when does risk management become
too much about process and not enough about results?
● Developing a framework that balances risk assurance with
supporting line management in embedding risk considerations
and mitigation activities into day-to-day management
Lee Scargall, Director Risk Management, Revenue Assurance and
Fraud, Ooredoo, Qatar
Khawar Mushtaq, Senior Manager, Ooredoo, Qatar
17.10
register@iirme.com
Close Of Day One
www.iirme.com/enterpriseriskmanagement
4. MAIN CONFERENCE DAY TWO
Wednesday | 5 March 2014
12.45 Lunch And Networking Break
09.00 Opening Remarks From The Chairman
13.45 Examining The Middle East Risk Landscape - How Is The
Emerging Backdrop Of Political, Social, Economic Risk Impacting
Corporations In The Region?
●● Insufficient domestic policy reform to mitigate the risk of
boom-bust cycles and implementation risks related to
infrastructure investments
●● Changes in monetary policy of the developed world
●● Deeper than expected slowdown in emerging markets
●● Incomplete delivery of Euro area policy commitments
●● Significant decline in oil prices or shock in the global oil
market triggered by geopolitical events
Amit Tyagi, Head Group Credit Risk and Portfolio Management,
National Bank of Abu Dhabi, UAE
09.50 Risk Appetite – Unhelpful Jargon Or A Useful Concept That Helps
Managers Make Defensible Risk Based Decisions?
●● Examining approaches for setting risk tolerance and risk
appetite
●● Is it more meaningful to set risk appetite for the organisation
as a whole, or cascade risk appetite for different levels in the
organisation?
●● What measures are companies using to set risk appetite? Is
risk appetite being measured and set in purely financial terms?
●● Adapting risk appetite to changes in your internal and external
business environment
Kenneth McKeown, Director Enterprise Risk Management
(Acting), Dubai Electricity and Water Authority, UAE
INTERACTIVE VOTING
10.30 Regional Risk Reality Check
Tap into the collective experience of the region’s risk
management community for real time insights on Middle East
risk management.
State-of-the-art interactive voting equipment will be used
to gather insights and opinions from the audience on risk
management capability, maturity and aspirations.
Sponsor the survey and position your brand as a regional risk
management leader. Contact Michael Moffat on
+971 (0)4 407 2716 or sponsorship@iirme.com
11.00 Networking And Refreshment Break
CASE
STUDY
11.30 A Roadmap To Successful Implementation Of ERM At ENOC
●● ENOC Risk Management governance structure
●● ENOC Risk Management framework
●● The journey so far – implementation of ERM
●● Challenges and the way forward
Shabbir Shikari, Manager – Risk Management, Emirates
National Oil Company (ENOC), UAE
12.15 Implementing And Embedding An Effective Business Continuity
Management Programme Across A Complex Industrial Company:
A Ma’aden Case Study
●● Building the business case and communicating the need for
advanced BCM processes to senior business leadership
●● Transferring seamlessly from BS 25999 to ISO22301
●● Creating a coherent development and implementation rollout process across both the corporate office and individual
business units and complex production companies
●● Integrating and updating existing crisis management teams
and processes
●● Ensuring effective lines of communication and devolved
decision making processes in business units in times of crisis
Mehdi Naseeruddin, Enterprise Risk Management / Business
Continuity Management Manager, Ma’aden, KSA
+971 4 335 2437
+971 4 335 2438
14.30 Eyes Wide Open: Conducting a Robust Risk Assessment for New
Business Ventures
●● Business planning with risk strategies for new business
ventures
●● When to expand from basic business risk to a detailed risk
assessment
●● Assessing risks - what to consider in internal and external
factors
●● Common challenges on risk assessments to new business
ventures
●● Lessons learnt from the recent crisis
●● Supporting Board room decision making – the journey is not
over
Manish Madhok, Director Group Internal Audit and Risk
Management, ACWA Power, UAE
15.15 Networking And Refreshment Break
15.45 Leading Edge Approaches To Managing Supply Chain Risk In A
Middle East Organisation
●● Developing supplier risk assessments
●● Aligning supplier risk with supplier relationship management
●● Integrating risk management with the procurement and supply
chain process
Matthew Hannaway, Head of Project Risk and Value
Management, Network Rail, UK
CASE
STUDY
09.10 Evolving Risk Management Standards: What Can The Profession
Expect From ISO 31004
●● Moving from the “what” to the “how”: examining the gradual
evolution of ISO 31000
●● Can the development and subsequent publication of ISO 31000
contribute to the integration of the global risk community?
●● Will ISO 31000 emerge as the dominant global standard?
●● What key guidance do experts expect will be featured in ISO
31004 and how will it help companies to further their risk
management practice?
Kevin Knight, Chairman, ISO/Technical Committee 262 Risk
Management, Australia
MACRO VIEWPOINT
08.30 Morning Refreshments
16.30 Risk Management And Project Management: Two Sides Of The
Same Coin?
●● What lessons can programme and project managers learn
from the risk management community about how to manage
programme and project risk?
●● How can risk and project managers in the same organisation
work together to deliver greater value for the organisation?
●● Clever contracting: how can project managers use the
contracting process to better manage risk more or transfer risk
effectively to third parties?
Alexander Larsen, Risk Manager, Lukoil, UAE
17.15 Close Of ERM 2014
Super Early Bird
Book before
12 December 2013
and SAVE US$1,398
register@iirme.com
www.iirme.com/enterpriseriskmanagement
5. PRE CONFERENCE MASTERCLASS - A
Monday | 3 March 2014
Introduction To Enterprise Risk Management
Masterclass timings: Registration will start at 08.00. The Masterclass will begin promptly at 08.30,
with refreshments being served at appropriate times. The Masterclass will conclude at 14.30 at which time lunch will be served.
Keep your business on track by mitigating key risks with a
comprehensive risk management framework!
Masterclass Overview
In the dynamic Middle East business environment, risk is a fact of life.
Businesses and organisations are now more than ever aware that
“things can go wrong” and risk events can impact the profitability,
reputation and sustainability of your business. Enterprise Risk
Management (ERM) is an important discipline for identifying, evaluating
and managing risk in a holistic, joined-up way across your whole
organisation.
This workshop will give you the tools you need to establish an effective
risk management framework for your organisation. In adopting ERM,
you will better mitigate the key risks which might otherwise impact
your business’s ability to achieve its strategic goals and sustain a
successful business.
Key Topics
●● What is ERM and why is it important for your organisation?
●● Establishing and embedding a risk management framework and risk
aware culture
●● The risk roles and responsibilities of the board, the risk management
function, senior management and internal audit
●● Understanding the concept of risk and risk categories
●● Identifying and prioritising the key strategic and operational risks facing
your organisation
●● Using a heat map to evaluate the probability and impact of risks for your
business
●● Developing and using a risk register and key risk indicators
●● Establishing ownership and accountability for key risks
●● Understanding and evaluating risk management and mitigation options
●● Designing effective controls to manage key business risks
Who Should Attend
●● Risk managers and directors
●● Strategy, planning and performance management functions
●● Internal auditors
Benefits Of Attending
This workshop will give you the tools and techniques to:
●● Establish a well organised and focused risk management
process
●● Identify and prioritise the key risks facing your organisation
●● Assess how effectively risks are being managed in your
organisations
●● Design and adopt appropriate controls to mitigate the impact
of potential risks
Check www.iirme.com/enterpriseriskmanagement for updates
POST CONFERENCE MASTERCLASS - B
Thursday | 6 March 2014
Successful Project Risk Management
Masterclass timings: Registration will start at 08.00. The Masterclasse will begin promptly at 08.30,
with refreshments being served at appropriate times. The Masterclasses will conclude at 14.30 at which time lunch will be served.
Make sure your project stays on track by incorporating effective risk
management practices into your project management approach!
Masterclass Overview
This Masterclass provides an overview of Project Risk Management
and its interface with ERM. It covers the cycle, the process, cost and
schedule analysis and interfaces. It highlights the key stakeholders,
roles and responsibilities and the quantitative analysis behind the
qualitative information more common in ERM. It will identify key
benefits of Project Risk Management and how they become benefits
for ERM as a whole.
Benefits Of Attending
● Understand the important aspects of successful project risk
management
● Master the analytics behind project risk outputs
● Appreciate the benefits of effective project risk management
● Learn how project risk management interfaces with and
complements ERM
Your Expert Masterclass Leaders
Alexander Larsen
Risk Manager
Lukoil
UAE
Key Topics
● Identification of project risks (workshops, interviews, generic risk
registers)
● Analysis of project risks
● Qualitative
● Quantitative (cost and schedule)
● Mitigation and control
● Reporting and interface with ERM
● Benefits of project risk management
Who Should Attend
● PMO managers
● Project managers, project control managers
● Risk Managers
● CEOs, CFOs and anyone involved in insurance or budgeting
+971 4 335 2437
+971 4 335 2438
Vladislav Kulakovsky
Risk and Decisions Quality Control Manager
Lukoil Overseas
UAE
Peter Smith
Senior Risk Management Officer
Lukoil Overseas
UAE
See www.iirme.com/enterpriseriskmanagement
for full speaker biographies
register@iirme.com
www.iirme.com/enterpriseriskmanagement
6. 3 - 6 March 2014 | The Address Hotel | Dubai Mall | Dubai | UAE
Five Easy Ways To Register
+971 4 335 2437
+971 4 335 2438
register@iirme.com
IIR Holdings Ltd.
P.O Box 9428, Dubai, UAE
www.iirme.com/enterpriseriskmanagement
AZ3033
Date
3 March
4 & 5 March
6 March
Please √ the sessions
you wish to attend
Masterclass A
ERM Forum
Masterclass B
SUPER EARLY BIRD
Book before
12 December 2013
$3,299
$3,499
$3,699
$2,499
$2,699
$2,899
$3,099
$2,099
$2,299
$2,499
$699
$799
$899
$999
Conference Only
1 Day
$3,099
Conference & 1 Masterclass
2 Days
Book after
6 February 2014
Entire Event
Conference & 2 Masterclasses
3 Days
Book before
6 February 2014
$1,899
4 Days
Book before
9 January 2014
Masterclass Only
GROUP DISCOUNTS
AVAILABLE
CALL: +971 4 335 2483
E-MAIL: a.watts@iirme.com
Conference fees include documentation,
luncheon and refreshments. Delegates
who attend all sessions will receive a
Certificate of Attendance by email.
All registrations are subject to our
terms and conditions which are
available at www.iirme.com/terms.
Please read them as they include
important information. By submitting
your registration you agree to be
bound by the terms and conditions
in full.
DELEGATE DETAILS
First Name:
Surname:
Job Title:
Company:
Address:
Postal Code:
Country:
Tel:
City:
Mobile:
Fax:
Email:
PAYMENTS
A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must
be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event.
AVOID VISA DELAYS – BOOK NOW
EVENT VENUE:
The Address Hotel, Dubai Mall, Dubai, UAE
Tel: +971 4 438 8888
CANCELLATION
ACCOMMODATION DETAILS
If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more
than 7 days before the Event are subject to a $200 administration charge. Registration fees for registrations
cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.
We highly recommend you secure your room reservation at the earliest to avoid last minute
inconvenience. You can contact the IIR Hospitality Desk for assistance on:
Tel: +971 4 407 2693
Fax: +971 4 407 2517
Email: hospitality@iirme.com
All registrations are subject to acceptance by IIR which will be confirmed to you in writing.
Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue
and/or speakers or topics.
IK/LF
BU330612
Risk Management
OJ
Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible.
Visas for non-GCC nationals may take several weeks to process.